Harvard Case - Procter & Gamble 2000 (A): The SpinBrush and Innovation at P&G
"Procter & Gamble 2000 (A): The SpinBrush and Innovation at P&G" Harvard business case study is written by William A. Sahlman, R. Matthew Willis. It deals with the challenges in the field of Entrepreneurship. The case study is 15 page(s) long and it was first published on : Nov 24, 2003
At Fern Fort University, we recommend that Procter & Gamble (P&G) embrace a more entrepreneurial approach to innovation, specifically by establishing an internal incubator dedicated to developing and commercializing disruptive technologies like the SpinBrush. This strategy will foster a culture of innovation and enable P&G to capitalize on emerging trends and disruptive innovations while mitigating the risks associated with venturing into uncharted territories.
2. Background
The case study focuses on P&G?s struggle to manage the development and launch of the SpinBrush, a revolutionary electric toothbrush. This innovative product challenged the existing manual toothbrush market, representing a disruptive innovation that threatened P&G?s established business model. The case highlights the challenges of integrating entrepreneurial thinking within a large, established corporation, particularly in terms of decision-making, resource allocation, and organizational structure.
The main protagonists are:
- P&G management: Concerned about the potential impact of the SpinBrush on the existing manual toothbrush business and hesitant to fully commit resources to a disruptive innovation.
- The SpinBrush team: Passionate about the product?s potential but facing bureaucratic hurdles and internal resistance within P&G.
3. Analysis of the Case Study
The case study can be analyzed through the lens of innovation management and corporate entrepreneurship.
Strategic Framework:
- Disruptive Innovation: The SpinBrush represented a disruptive innovation, challenging the existing market and potentially cannibalizing P&G?s existing manual toothbrush business.
- Resource Allocation: P&G?s traditional approach to innovation was based on incremental improvements to existing products. The SpinBrush required a significant investment in research and development, manufacturing, and marketing, which was challenging for the company?s established resource allocation process.
- Organizational Culture: P&G?s hierarchical structure and risk-averse culture hindered the SpinBrush team?s ability to move quickly and make decisions independently.
Financial Framework:
- Return on Investment: P&G?s focus on short-term profitability made it difficult to justify the long-term investment required for the SpinBrush.
- Market Share: While the SpinBrush had the potential to capture a significant market share, P&G was concerned about the impact on its existing manual toothbrush business.
Marketing Framework:
- Market Segmentation: P&G needed to develop a new marketing strategy for the SpinBrush, targeting a different customer segment than its traditional manual toothbrush products.
- Branding: The SpinBrush required a distinct brand identity to differentiate it from P&G?s existing product portfolio.
4. Recommendations
Establish an Internal Incubator: P&G should create a dedicated internal incubator to foster entrepreneurial thinking and accelerate the development and commercialization of disruptive innovations like the SpinBrush. This incubator would operate with a more agile and flexible structure, allowing for rapid prototyping, testing, and iteration.
Empower Entrepreneurial Teams: The incubator should be staffed with entrepreneurial individuals who are passionate about developing innovative products and willing to take risks. They should be empowered to make decisions independently and have access to dedicated resources.
Develop a Dedicated Funding Mechanism: The incubator should have access to dedicated funding sources separate from P&G?s traditional budget allocation process. This will allow for more flexible resource allocation and reduce the need for constant justification of investments.
Embrace a ?Fail Fast? Mentality: The incubator should encourage experimentation and learning from failures. This ?fail fast? mentality will help to identify promising ideas quickly and eliminate those that are not viable.
Leverage External Partnerships: P&G should explore partnerships with startups and venture capitalists to access new technologies, expertise, and funding. This will allow P&G to leverage the startup ecosystem and accelerate the development and commercialization of disruptive innovations.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: P&G?s core competency lies in innovation and consumer products. An internal incubator would align with this mission by fostering a culture of innovation and exploring new product categories.
- External customers and internal clients: The incubator will cater to both external customers seeking innovative products and internal clients within P&G who are passionate about developing disruptive innovations.
- Competitors: P&G?s competitors are increasingly embracing entrepreneurial approaches to innovation. An internal incubator will allow P&G to stay ahead of the curve and compete effectively in the rapidly evolving market.
- Attractiveness: The incubator?s success will be measured by its ability to generate new revenue streams and enhance P&G?s competitive advantage. This can be quantified by tracking metrics such as the number of successful product launches, market share gains, and return on investment.
6. Conclusion
By embracing an entrepreneurial approach to innovation and establishing an internal incubator, P&G can unlock the potential of disruptive technologies like the SpinBrush. This strategy will allow P&G to stay ahead of the curve, compete effectively in the evolving market, and continue to deliver innovative products to its customers.
7. Discussion
Alternatives:
- Acquiring Startups: P&G could acquire startups developing disruptive technologies. This approach would provide immediate access to new products and expertise but could be expensive and require significant integration efforts.
- Investing in Startups: P&G could invest in startups through a corporate venture capital arm. This would provide exposure to emerging technologies and potential returns on investment but would require a different approach to managing risk and returns.
Risks:
- Internal Resistance: There could be resistance from within P&G to the creation of an internal incubator, particularly from those who are comfortable with the existing organizational structure and processes.
- Resource Allocation: Securing adequate funding and resources for the incubator could be challenging, particularly in the early stages.
- Integration Challenges: Integrating the incubator?s innovations into P&G?s existing product portfolio and distribution channels could be complex.
Key Assumptions:
- P&G is willing to invest in a long-term strategy for fostering innovation.
- P&G is committed to embracing a more entrepreneurial culture.
- P&G is willing to take calculated risks in pursuing disruptive innovations.
8. Next Steps
- Develop a Business Plan: Create a detailed business plan for the internal incubator, outlining its objectives, structure, funding sources, and key performance indicators.
- Identify and Recruit Talent: Recruit a team of entrepreneurial individuals with expertise in product development, marketing, and finance.
- Secure Funding: Secure dedicated funding sources for the incubator, either through internal allocation or external partnerships.
- Pilot Project: Launch a pilot project with a promising disruptive innovation, such as the SpinBrush, to test the incubator?s effectiveness and refine its processes.
- Scale Up: Based on the success of the pilot project, expand the incubator?s operations and invest in additional resources to support the development and commercialization of disruptive innovations.
By taking these steps, P&G can successfully leverage the power of entrepreneurship to drive innovation and ensure continued success in the ever-evolving market.
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Case Description
Describes a set of decisions confronting some managers in the oral care division of Procter & Gamble. They must decide whether to buy a company that has developed an inexpensive, battery-operated toothbrush. The company's product has done well in one market, but determining an appropriate value and structure is challenging.
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